Scenario-planning in strategic decision-making: requirements, benefits and inhibitors

Abstract

Purpose-To explore the corporate requirements, benefits and inhibitors of scenario-planning in strategic decision-making. Design/Methodology/Approach-Based on a sample of fifteen case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning. Findings-From the cases it is evident that industry, organizational and leadership related factors enable or inhibit scenario-planning. Requirements, benefits and inhibitors are revealed in strategic decision-making. Research limitation/implications-Further research to determine supportive tools and technologies for enabling scenario-planning across multiple contexts is needed. Practical implications-Expands insights into the requirements, benefits and inhibitors of scenario-planning in strategic decision-making. Originality/value-Given the increasing complexity of the business environment, a framework of scenario-thinking is presented and recommend greater emphasis on developing strategic decision-making competence, changed mindsets, and organizational agility.

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